Sana HRM-5
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Transcript of Sana HRM-5
Introduction to Modern Human Resource Management.
Mohd. Sanaullah MBA, FCS
President, IFCS Past President & Council Member, ICSMB
Company Secretary & GM, Singer Bangladesh Ltd.
HUMAN RESOURCE MANAGEMENT
Human Resource Management is the process of accomplishing organizational objectives by acquiring, retaining, terminating, developing and properly using the human resources in an organization.
Objectives Of Human Resource Management
The primary objectives of HRM is to ensure the availability of a competent and willing workforce to an organization. Beyond this, there are other objectives are :
- Societal objectives
- Organizational objectives - Functional objectives - Personal objectives.
Human Resource Management
Utilization of individuals to achieve organizational objectives
All managers at every level must concern themselves with human resource management
Five functions
Human Resource Management Functions
Employment
HUMAN RESOURCE HUMAN RESOURCE MANAGEMENTMANAGEMENT
FUNCTIONSFUNCTIONS
Employee& Labor
Relations
Employee Services Compensation
& Benefits
Human Resource
Development
Employment
Job Analysis Human Resource Planning
(HRP)
Recruitment
Selection
Employment (Continued)
Employment - Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs at the right time to achieve the organization’s objectives
Job analysis - Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization
Employment (Continued)
Human resource planning - Process of systematically reviewing human resource requirements to ensure that the required numbers of employees, with the required skills, are available when needed.
Recruitment - Process of attracting qualified individuals and encouraging them to apply for work with the organization
Employment (Continued)
Selection - Process through which the organization chooses, from a group of applicants, the individual best suited for the company and the position
Human Resource Development
Training Development
Career Planning Career Development
Performance Appraisal
Human Resource Development (Continued
Training - Designed to provide the knowledge and skills needed for a particular job.
Development - Involves learning that goes beyond today's job. It has a more long-term focus
Human Resource Development (Continued)
Career planning - An ongoing process whereby an individual sets career goals and identifies the means to achieve them
Career development - A formal approach used by the organization to ensure that people with the proper qualifications and experiences are available when needed
Performance appraisal - Employees and teams are evaluated to determine how well they are performing their assigned tasks
Compensation & BenefitsCompensation & Benefits
Pay - Money that a person receives for performing a job
Benefits - Financial rewards in addition to base pay
Nonfinancial Rewards The Job The Environment
Employee ServicesEmployee Services
Employee Services - Provides services relating to Medical, Recreation and personal services.
Safety - Involves protecting employees from injuries caused by work-related accidents
Health - Refers to the employees' freedom from illness and their general physical and mental well-being
EMPLOYEE AND LABOR RELATIONS
Labor Relations
Comm
unicationEm
ployee
Discip
line
Firm
s Must
Recog
nize A
Union
Firms Must
Bargain In
Good Faith
Human Resource Research
Human resource research is not a separate function
It pervades all HR functional areas
Interrelationships of HRM Functions
All HRM functions are interrelated
Each function affects other areas
HR RESTRUCTURING TRENDS
Who Performs Human Resource Management
Tasks?
Human Resource Managers Shared Service Centers
Outsourcing Firms Line Managers
Human Resource ManagerHuman Resource Manager
Acts in advisory or staff capacity Serves an increasing number of
employees Shares responsibility with line
managers and HR professionals Coordinates HR activities to help
achieve organizational goals
Shared Service Centers (SSCS)
Takes routine, transaction-based activities that are dispersed and consolidates them.
Shared Service Centers (SSCS) Performing HR Tasks
Fewer HR Personnel Needed
HR Managers Assume a More Strategic Role
Improves Quality
Outsourcing Firms
Transfers responsibility to an external provider
Outsourcing
Reduces: • Cost• Transaction Time
Improves Quality
Line Managers Performing HR Tasks
• Involved with Human Resources • Used more to deliver HR services• Reduces size of HR department
HR as a Strategic HR as a Strategic PartnerPartner
HR is a legitimate business unit
Highly strategic in nature
Critical to achieving corporate
objectives
HR as a Strategic HR as a Strategic PartnerPartner
(Continued)(Continued) Determine workforce capabilities
HR managers must forge strategic
partnerships
HR executives must understand the
total organization
Technology's Impact on HR
Rapid Skills Technological
Change Changes 3 or 4
Impact Times During HR Careers
THE HUMAN RESOURCE FUNCTION IN
ORGANIZATIONS OF VARIOUS SIZES
HR in Small Businesses
Seldom Have a Formal HR Unit
Other Managers Handle HR Functions
Focuses on Hiring & Retaining Capable Employees
The Human Resource Function in a Small Business
S ales Operations Finance
Manager/Ow ner
HR in a Medium-Sized Firm
Little specialization
HR Manager is essentially the entire department
The Human Resource The Human Resource Function in a Medium-Sized Function in a Medium-Sized
BusinessBusiness
S alesManager
OperationsManager
FinanceManager
Hum an ResourceManager
PresidentCEO
Traditional Human Resource Functions in a Large-Sized
Firm
Separate sections are often created Placed under an HR Manager Each HR function may have a
supervisor & staff HR Manager works closely with top
management in formulating policy
The Human Resource Functions in a Large Firm
MarketingManager
OperationsManager
FinanceManager
ManagerTraining andDevelopm ent
ManagerCom pensation &
Benefits
ManagerLabor
Relations
ManagerStaffi ng
ManagerSafety &Health
HRManager
President
A New and Evolving HR Organization for Large-size Firms
Performance in Five Functional Areas
Outsource Shared Service
Centers Line Managers
Have More HR Authority
Example of a New and Evolving HR Organization for Large Firms
O utsourcedShared Serv ice C enter
Tra in ing and D eve lopm ent C om pensation Benefits
H um an R esource M anager Safe ty and H ea lth M anager
President and C EO
PROFESSIONALIZATION OF HUMAN RESOURCE
MANAGEMENT
The Nature of a Profession
Existence of a Common Body of Knowledge
A Procedure for Certifying Members of a Profession
Performance Standards are Established by Members of a Profession
HR Professional Groups Society for Human
Resource Management American Society for
Training and Development International Personnel
Management Association WorldatWork Human Resource
Certification Institute
Ethics and HR Management
A discipline dealing
with what is:
good & bad right & wrong
moral duty & obligation
H R ROLES
To look after employees :• High profile• Surrogate management?• High contact• Handles conflict?• Personnel advice/counselling
H R ROLES Cont….
To act as independent, honest broker• Take wider view• Good of Company in long term• Arbitrator in legal issues etc.• Advises rather than decides
H R ROLES Cont….
To support line/senior managers• Work closely with Managers• Implement site objectives• Adapt and implement company policy.
H R ROLES Cont….
To direct and influence HR / business change
• Proactive• Steer change• Seat at top table• Perceived visionary power and• Initiator of Change.